I independently assess PLM programs to expose non-technical delivery risks and force executive decisions before failure becomes irreversible.
This work exists for situations where effort has increased, confidence has dropped, and escalation is beginning to bypass formal governance.
PLM programs rarely fail because of technology.They fail because:
• Decision authority fragments as pressure increases
• Governance exists on paper but not in practice
• Scope is absorbed instead of explicitly decided
• Delivery teams compensate for structural gaps
• Commercial and political exposure accumulates quietlyBy the time failure is visible, recovery is already expensive and contested.
This is a short, independent decision intervention for PLM programs already in motion.Its purpose is to answer one question:Is this program structurally executable as currently defined—and if not, what must change now?This intervention is:
• Independent of delivery and vendors
• Time-bound to prevent drift
• Executive-focused, not team-focused
• Designed to force decisions, not generate comfortThe value is not analysis.
The value is clarity with consequences.
This is not:
• PLM implementation or recovery work
• Program or project management
• Vendor-aligned assessment
• Alignment facilitation or workshops
• Ongoing advisory support by defaultIf execution effort, tooling, or delivery capacity is believed to be the primary issue, this intervention is unnecessary.
This intervention is appropriate when:
• A PLM program is live and showing warning signs
• Escalations are occurring outside formal governance
• Scope and authority boundaries are unclear or disputed
• Commercial exposure is increasing without explicit decisions
• Leadership senses risk but lacks an objective view of whyIt is not used for greenfield planning or routine governance reviews.
The engagement is deliberately constrained:
• Independent diagnostic
• Focused analysis of non-technical risk
• Executive decision sessionIt ends with a clear outcome:
• Proceed as structured
• Proceed with structural change
• Pause or reset to prevent further damageThis is a decision point, not a program.
This is a fit if:
• There is an executive sponsor with authority to act
• Leadership is willing to confront uncomfortable findings
• Decisions are expected, not deferredThis is not a fit if the goal is:
• Validation of existing plans
• Alignment without structural change
• Additional delivery support
• Vendor-led stabilization
Delivery organizations and governance structures are often unable to surface the risks that matter most—especially when relationships, margin, or reputation are involved.This intervention exists to surface those risks before they become irreversible.
If this intervention fits your situation, you may request an introductory conversation.